Assistant Professor of Management
Research Interests: corporate diversification, corporate change, resource allocation, economies of scope, real options
Address: 2017 SH-DH, Philadelphia, PA 19104
Office: (215) 746-2047
Office Fax: (215) 898-0401
PhD, Management, Krannert Graduate School of Management, Purdue University, 2012.
Master of Science in World Economy, Russian Foriegn Trade Academy, Russia, Moscow, 1999.
BS Mechanical Engineering, South Ural State University, Russia, Chelyabinsk, 1995.
Arkadiy Sakhartov, Timothy B. Folta (2015), Getting beyond relatedness as a driver of corporate value, Strategic Management Journal Abstract
Arkadiy Sakhartov, Timothy B. Folta (2014), Resource relatedness, redeployability, and firm value, Strategic Management Journal, 35 (12). Abstract
Arkadiy Sakhartov, Timothy B. Folta (2012), Rationalizing organizational change: A need for comparative testing, Organization Science, 24 (4), 1140 - 1156. Abstract
Awards And Honors
- Dean's Office Ph.D. Student Service Award, Krannert School of Management, Purdue University, 2012
- Certificate for Distinguished Teaching, Krannert School of Management, Purdue University, 2010
In The News
MGMT249 - Mergers and Acquisitions
This course explores the role of mergers and acquisitions and alternative methods of corporate development in advancing the strategies of operating business. Emphasis is on the way companies use acquisitions to alter business mixes; seize opportunities in new products, technologies and markets; enhance competitive positioning; adjust to changing economics, and promote value-creating growth. Although the course will emphasize strategic acquisitions, it also will explore leveraged buy-outs and hostile financial acquisitions as well as their influence on corporate buyers. Please note that you must fulfill the prerequisites in order to enroll in this class. Requests for this course should be submitted to: MGMT-Courseinfo@wharton.upenn.edu.
MGMT721 - Corporate Development: Mergers and Acquisitions
This course explores the various modes of corporate development available to managers to drive firm growth and change, including alliances, outsourcing, corporate venturing, and particularly mergers and acquisitions. The objectives are three-fold: (1) to arm you with a set of tools to facilitate the selection of the appropriate growth strategy in a given situation; (2) to provide you with insights as to how to manage partnerships like alliances, outsourcing, and corporate venturing; and, (3) to develop a comprehensive framework for executing M&As, from initiation to implementation. The emphasis is on strategic and operational aspects of these transactions, rather than financial considerations. We begin by examining the different modes of corporate development, including the applicability and management approaches for each, particularly various types of partnerships. We then delve into acquisition screening and deal-making. Afterwards, we consider in detail post-merger integration. The course ends with the presentation of project work and a review of the course learnings. In terms of its pedagogical approach, this is designed to be an interactive, applied, case-based course with accompanying conceptual readings to help structure your thinking.